Category: leadership

A Lack of Competition

A car analogy.

I’m old enough to remember the days when foreign cars were relatively rare on American roads; most people drove vehicles produced by the big Detroit auto companies.  The quality of those products were horrendous.  Looking back to my childhood, it seems like my father’s cars were having major breakdowns every few months, necessitating costly repairs.  Cars lasted only several years before requiring replacement with another shoddy, shambling half-wreck (and these shoddy replacements were mostly new cars, not used). Everyone else was in a similar situation; a major topic of conversation was what problem your car had today.  My own first car was a used American model, of like kind, which died within several years of low-level use, with complete transmission collapse (literally).

Things changed with the Japanese car invasion.  Not only were the Japanese products themselves of a much higher quality, but the competition forced the American companies to produce cars that didn’t have a planned obsolescence period of three-to-six months.

Now, the alert reader may question my commitment to economic protectionism after these comments (by the way, I seem to remember the protectionist Buchanan being criticized for driving foreign cars), but that is not the point of this post. However, before moving on to the main topic, I will say this – protectionism should not be about preventing all foreign products from having access to the domestic market. High quality foreign products, which exhibit characteristics not typical of native production, should be welcome, if for no other reason as to spur native economic efficiency through the pressure of competition. No, the reason to be protectionist is to protect the domestic market from “competition” of cheap products made by Colored coolie labor, products of no better quality than the native brands (and often of lower quality), but so cheap that they undercut the native producers and drive them out of business.  The only competition there is merely to lower labor costs, not to improve quality, and that undercutting of cost and of a Western standard of living (and hollowing out of the native productive economy) should be targeted by protectionist policies.

And now the main point. I make an analogy between the car situation and “movement” “leadership.”  Just like the old days when there was little to no competition and the American automakers produced absolute trash, Der Movement’s affirmative action policy, and its concomitant lack of accountability, leaves us with “leaders” of the most abysmal character and ability.

All that is required of a Der Movement “leader” is to be of an Anglo-Germanic “Nordish” type, to spout fossilized “movement” dogma, and to seamlessly integrate into the good old boys network. Actual accomplishment, judgment, responsibility, and accountability mean nothing. Quality competition is artificially forced out of the marketplace, leaving the “leaders” no incentive whatsoever for quality control and improvement. They can be wrong about almost everything, make one terrible error after another, be exposed as to have done one unpleasant act after another, be shown to be inept and with questionable  judgment – and there are no consequences. The absolute worst that can happen is that they will be eclipsed by someone else exactly the same as them, who will behave just as badly, making the same errors over and over again.  Fungible incompetence.  Different face, same disgrace.

Obviously, competition is required to spur “movement” “leaders” toward quality control. Someone may ask: Why can’t all the parameters for the Nutzi crowd be met and the competition only come from “movement”-approved ethnicities?  In theory, that is possible; however, in reality, the number of Whites, of any ethnicity, who are of high quality and interested in racial activism is very low.  Most high quality Whites, people of accomplishment and ability, have thrown in their lot with the System and are concerned with their personal interests and status. This is why the “movement’s” affirmative action policy is so pernicious – it artificially constrains an already very limited pool of potential leadership candidates. There is only a handful of such people to start with, and eliminating a significant fraction of these due to affirmative action leaves too few to be sustainable. In the absence of the required sustainable pool of able candidates, we instead get the incompetents, freaks, and grifters. Sure, by making the “movement” more acceptable, weeding out the defectives, you’d create a positive feedback loop moving forward, possibly attracting quality potential leaders of any White ancestral background, including and especially the upper caste ethnicities. But, unfortunately, it seems like you will first need some competent leadership in order to get the virtuous cycle going. So, if competent leadership is the first step, then the whole process is stuck at the present status quo. The logjam must be broken in order to achieve success.

So, if you want the competition required to promote merit, quality, and ability in real leadership for racial activism, you have to open up leadership possibilities for everyone ostensibly part of the ingroup.  Ostensibly is the word, because it seems that some types of folks are around only to provide “D’Nations” or to provide some intellectual heft missing in the “leadership.” These lower-caste individuals are not taken seriously and would never actually be considered as potential leaders, never given that chance in any meaningful way.  

There’s no reason for anyone to get offended by this analysis; it is what it is. I am just reporting the reality. It is doubtful it will change any time soon; the rank-and-file are too invested in maintaining the status quo.  They like it, they support and enable the affirmative action program, so there’s no point trying to do anything about it. Just sit back, watch the Quota Queens ruin all they touch and run the “movement” into the ground, and just shake your head sadly and move on.

Enjoy the endless failure.  Imagine what cars in America would be like if the Japanese invasion never took place. Broken down jalopies spending more time in the repair shop than on the road. Back to the 70s!  The same for a “movement” where real competition for leadership positions is not allowed.

Fields of Inglory

Fallout from Ragnarok.

Some of the Grand Poobahs of the Alt Right do not want to accept any responsibility for Fields and the outcome of his trial.

Comments from a Zman commentator:

There were many former military people who helped plan charlottesville. it amazes me that they did not perceive a trap.
1) They were planning an advance into an enemy stronghold.
2) They knew they would be outnumbered.
3) they were inexperienced.
4) They knew the local authorities were unfriendly
5) They did not properly recon the territory. These people were unaware that the local university has a berkeleyesque reputation.
6) The announced their event well in advance, allowing the enemy time to plan and prepare.
If you advance with inferior strength into unknown territory full of fortified enemies you will LOSE.
This displays the problem the right has with Clausewitizian thinking..trying to force decisive results. This does not work when you are vastly inferior.
The torchlight parade the night before was far more effective, as it was launched before the enemy had time to rally its superior resources. If the event had ended there, it would have been a success.
Those guys with the “Its OK to be white” flyers have achieved far more, at far less cost. This is Maoist thinking, which is appropriate for the vastly inferior side.

Let’s consider ZMan’s take on it.

The organizers who put it together and promoted it have some culpability here. 

Indeed they do.  And what culpability have they accepted?  More to the point, what have they done that shows accountability?  Well, we have Kessler actually having the temerity for Unite the Right II, and being praised for that by Greg Johnson.  

The thing that leaders must always accept is they are responsible for their people. 

Except in Der Movement, where “their people” are “thrown under the bus” whenever it is convenient to do so.

That’s part of leadership. 

Well, when you choose your “leaders” based on an affirmative action program and/or by a system of negative selection – who is it who are so failed and dysfunctional that they would overtly and publicly identify themselves with a failed and dysfunctional “movement” – then you are going to get, believe it or not, even more failure and dysfunction.

When you lead your men into a fight, they expect that you are not leading them into a trap or into certain death. 

Or to an “extreme vetted” meeting in which the main speaker is a leftist infiltrator talking about the dangers of infiltration and who was invited to assist in the vetting for other meetings (an infiltrator deciding on which sincere activist cannot attend) because he passed the extreme vetting hurdle: “Are you Swedish?”

Leadership requires a sense of duty to those you are leading. 

If the “leaders” are so devoid of character that they do not possesses this sense of duty, then they must be held accountable when they fail to fulfill the minimal obligation stated by Zman .  But they are NEVER held accountable by the rank-and-file, are they?  And, if you ever try to hold any of them accountable, then you are “crazy,” don’t you know.  Pure Frankfurt School-level pathologizing of dissent.

The people who put this together failed in that regard and they should be judged accordingly.

They should be permanently banned from any leadership role in Der Movement whatsoever.  Anyone who continues supporting them for such a role should be similarly banned.

That said, most involved were new to activism and can be forgiven for getting caught up in the spirit of the times. 

Hey, Zman, what is “the spirit of the times?”  Acting like immature, irresponsible jackasses?  And how are they going to be held accountable if people like you are going to start making excuses for them immediately after calling for accountability.  Judge them accordingly and then forgive them.  That’s great.  We’ll really get these problems of leadership sorted out now!

Mike Enoch, who has done everything he can to support the men being persecuted, has clearly learned a hard lesson from this. He is a guy who deserves credit for not only learning from the event, but accepting some responsibility for blundering into a trap. 

Credit?  I would give him credit if he had announced: “Look, I’m clearly not suited for any leadership role whatsoever.  So I’m stepping down, permanently, from taking on such roles, and from this point on will solely be a rank-and-file activist and content creator.  I call on all other leaders involved in this fiasco to do the same.”

I don’t remember reading or hearing that.  And, anyway, whatever his ancestry, Enoch is clearly not “one of the boys” so I’m sure the rank-and-file wouldn’t miss him too much anyway.  However, it would shine a light on “the boys” who refuse to do likewise.  Perhaps the rank-and-file at that point would start getting restless even with their chosen ones.

Not everyone involved has covered themselves in glory, though, and that’s a good lesson moving forward. Leadership is not just about being cheeky on YouTube.

Really?  I never would have guessed.

IQ and Leadership

Part of the explanation?

Why “movement” leaders tend to be, in general, incompetent mediocrities leads to a number theories.  There is of course Der Movement’s stringent ethnic affirmative action program. The dominance of Der Movement by Type I activists, who favor their own, for leadership, also is a factor.  Dissident movements tend to draw in marginal personalities, while the elevation of defective freakishness repels the less marginal; the lack of suitable candidates leads to marginal leaders. Leaders are almost always overt and public activists, typically attracting people who have “little to lose” IRL (unless they are trust fund babies or the retired wealthy).

Another mechanism is that even when other variables are controlled for, the perception (perception, NOT reality) of who is an effective leader is related to the leader’s IQ, but in a curvilinear and not linear fashion.  Thus, assuming an average IQ of 100, the peak for optimal perceived leadership is an IQ of 120 – not only are dumber people perceived as less effective, but smarter ones as well. One can theorize mechanisms for this phenomenon, but it is what it is.  Emphasis added:

Although researchers predominately test for linear relationships between variables, at times there may be theoretical and even empirical reasons for expecting nonlinear functions. We examined if the relation between intelligence (IQ) and perceived leadership might be more accurately described by a curvilinear single-peaked function. Following Simonton’s (1985) theory, we tested a specific model, indicating that the optimal IQ for perceived leadership will appear at about 1.2 standard deviations above the mean IQ of the group membership. The sample consisted of midlevel leaders from multinational private-sector companies. We used the leaders’ scores on the Wonderlic Personnel Test (WPT)-a measure of IQ-to predict how they would be perceived on prototypically effective leadership (i.e., transformational and instrumental leadership). Accounting for the effects of leader personality, gender, age, as well as company, country, and time fixed effects, analyses indicated that perceptions of leadership followed a curvilinear inverted-U function of intelligence. The peak of this function was at an IQ score of about 120, which did not depart significantly from the value predicted by the theory. As the first direct empirical test of a precise curvilinear model of the intelligence-leadership relation, the results have important implications for future research on how leaders are perceived in the workplace.

This may be another explanation for “movement” failure.  120 IQ people are intelligent no doubt, but have limitations.  Most prominent “movement” leaders would tend to be in this range (Hello Alt Right!  Hello Alt Wrong!) and more intelligent and capable people are weeded out (and for other reasons such as those discussed above).

But, but, but…”what about William Pierce?” Der Movement mutters.  There are those other variables to consider: “leader personality, gender, age, as well as company, country, and time fixed effects.”  Pierce benefited from ethnic affirmative action, although not particularly charismatic he had certain alpha male personality traits, he was tall and physically imposing, people respected him for giving up his academic career to associate with Rockwell, and there was a time/era effect – he came to prominence in an America more appreciative of the science/technical men; today’s Beavis-and-Butthead “movement” is unlikely to value an “egghead” physicist.

And consider Strom, likely equally intelligent, but never considered as leadership material even before his legal troubles.  Although ethnically acceptable, Strom’s personality and other traits could not compensate for a high-IQ (and likely contributed to a more negative view).  Gliebe was much more acceptable to the rank-and-file: how did that turn out?

Historically: Hitler was likely less intelligent than Goebbels, Mussolini less intelligent than Gentile or Evola, Codreanu less intelligent than Cuza, etc.  Francis Parker Yockey failed as a practical leader, and a careful reading of Coogan’s book suggests reasons why, some of which relate to Yockey’s own personality quirks and personal failings, but also because of jealousy over his obvious genius as well as the inability for him to effectively explain his concepts to the Type I riff-raff.

Getting around this problem would entail the high-IQ leader compensating like Pierce if possible, or surrounding himself with high-IQ advisers and listening to them, or a fundamental change in the “movement” that would allow it to overcome the societal prejudice against the higher-IQ.

Two Facets of Leadership

Effective and responsible exercise of power is essential.
There are two very basic facets of leadership:
1. The ability to obtain (and maintain) a position of leadership.  This ability may be innate – extroversion, ambition, aggressiveness, all the “dark triad” traits much admired by the “gamesters,” the ability to play the political game, a ruthless cunning, a “Machiavellian” mindset, etc.  This ability may be at least in part tangential to one’s self – a de jure or de facto affirmative action policy, nepotism (including hereditary monarchy), sexual favoritism (e.g., attractive and incompetent females pushed forward by male prurient interests), etc.

2. The ability to be an effective leader, and achieve goals and objectives, once in a position of power. This is for the most part derived from innate ability, although of course “circumstance” can sometimes play a role.
The vast majority of people are deficient in both aspects of leadership.  Very rare is the individual who combines both aspects to a high degree, such historical figures such as Napoleon and Hitler come to mind.  Also extremely rare are individuals who are strong in #2, but deficient in #1, but who nonetheless find themselves in positions of authority – such “happy accidents” may be due to real accidents of history, or perhaps such an individual finds themselves appointed to a leadership position by a higher authority who recognizes their competence.
The major problem in any organized society are those strong in #1, but deficient in #2. Such are those who fill the overwhelming majority (close to 100% in most cases) of leadership positions in a wide variety of enterprises: political and metapolitical, military, business, academia, private organizations and clubs of all types, etc. These make up virtually the entire political class in America – White politicians in any case – idiot savants whose only ability is self-promotion, the treasonous elites of the contemporary West. The “movement” has long been plagued by this phenomenon – the “wrong people in charge” problem.  This has done more to hold back human progress than anything else, this is responsible for the work-wasting friction of “office politics” that bedevils every organization under the sun, this is the pernicious aspect of human nature that a future re-ordering of society must, to the extent possible, correct.
Perfection in these matters is likely impossible; nevertheless, there is room for considerable improvement.  A re-ordering of the “movement,” preceding a re-ordering of society, must have as a foundation that leadership must be reserved for those who are strong in #2.  The top leadership will no doubt be those who combine strong aspects of both 1 and 2, but those strong in 1 only must be weeded out and replaced by those at least strong in 2, who can, at least, fill the bulk of leadership (as those strong in both 1 and 2 are rare, and will, by their nature, rise up toward the pinnacle positions at the top of the hierarchy).